COLLECTIVE IMPACT EXAMPLES

Transcription

1 COLLECTIVE IMPACT EXAMPLES This document provides an overview of collective impact initiatives that are cited in the literature as particularly effective and/or considered promising efforts here in Washington. This is intended to support our team as it considers its next phase and priorities. COLLECTIVE IMPACT FRAMEWORK 1 FIVE CONDITIONS OF COLLECTIVE IMPACT Common Agenda All participants have a shared vision for change including a common understanding of the problem and a joint approach to solving it through agreed upon action. Shared Measurement Collecting data and measuring results consistently across all participants ensures efforts remain aligned and participants hold each other accountable. Mutually Reinforcing Participant activities must be differentiated while still being Activities coordinated through a mutually reinforcing plan of action. Continuous Consistent and open communication is needed across the many Communication players to build trust, assure mutual objectives and create common motivation. Backbone Support Creating and managing collective impact requires a separate organization(s) with staff and a specific set of skills to serve as the backbone for the entire initiative and coordinate participating organizations and agencies. PHASES OF COLLECTIVE IMPACT COMPONENTS PHASE I FOR SUCCESS Initiate Action Governance and Infrastructure Strategic Planning Community Involvement Evaluation and Improvement Identify champions & form cross- sector group Map the landscape & use data to make case Facilitate community outreach Analyze baseline data to identify key issues & gaps Phase II Organize for Impact Create infrastructure (backbone & process) Create common agenda (goals & strategy) Engage community & build public will Establish shared metrics (indicators, measurement & approach) Phase III Sustain Action/ Impact Facilitate & refine Support implementa- tion (alignment to goals & strategies) Continue engagement & conduct advocacy Collect, track & report progress (process to learn & improve) Benefits of collective impact or similar frameworks: Achieves substantial impacts on large scale social problems that no one entity could do alone Honors, builds off existing efforts verses duplicating or operating in silos Leverages scarce resources Addresses multiple, complex issues through a cascading effect as more organizations join/align with the initiative and share learnings Improves relationships and trust among diverse (and even antagonistic) stakeholders Fosters rapid, continuous, adaptive learning Facilitates emergent solutions, rather than pre- determined ones, and is therefore more adaptable/responsive to an ever changing environment Prepared by: Christina Hulet Consulting,

2 COLLECTIVE IMPACT EXAMPLES Memphis Fast Forward 2 MFF s common agenda is to accelerate economic growth and improve the quality of life in the Memphis region. An 18- member Steering Committee, co- chaired by two mayors and one business leader, overseas five major initiatives: create jobs, improve community safety, produce a better- educated workforces, improve population health and create more efficient local government. They ve engaged hundreds of people from businesses, faith communities, academia, neighborhoods, government agencies, non- profits, parents, caregivers, youth and foundations. Each initiative is modeled after collective impact with its own common agenda, set of measures and backbone support. For example, Operation Safe Community s common agenda is to make a meaningful reduction in crime. Three priority areas: Policing Prosecution Prevention Five goals/measures: Reduce violence in the home Reduce gang and drug crime Reduce blight, problem properties and crime in apartment complexes Reduce adult repeat offenses Reduce youth violence Prepared by: Christina Hulet Consulting,

3 Tackling Youth Substance Abuse 3 TYSA s common agenda is to decrease youth prescription drug/alcohol abuse and increase healthy choices in Staten Island. 4 A Steering Committee of over 30 organizations and individuals from the non- profit, private and government sectors agreed to four main strategies and a common set of indicators (see below). The Staten Island Partnership for Community Wellness provides backbone support (one person for now; three planned) and manages several networks designed to promote broader community learning and connections across stakeholders. Four priority areas (workgroups): Social Norms: Changing the attitudes and behaviors of parents, youth, and community members who influence youth substance abuse Retail and Marketplace Availability: Reducing the availability of alcohol and prescription drugs via policy or other mechanisms Continuum of Care: Coordinating screening, referral, treatment and recovery services Policy and Advocacy: Creating a policy platform to address youth substance abuse Three goals/measures: Prepared by: Christina Hulet Consulting,

4 WA Healthy Communities 5 DOH is serving as the backbone organization for an initiative whose common agenda is to create healthy communities statewide. A Leadership Team consists of over 25 people from state agencies, local public health jurisdictions, school districts, foundations, commissions and health- related associations. They outlined the following member roles (see below) and are in the process of finalizing their Articles of Collaboration. GOAL: Healthy Communities Washington COMMUNITY EXPERTISE IMPLEMENTATION Southwest Hub Northwest Hub Central Hub Central Western Hub Eastern Hub Puget Sound Regional Hub HEALTH EQUITY LENS Washington State Department of Health Project Management Contract Management Grant Administration Subject Matter Support Communication Support Evaluation Support Resources Prevention Alliance Meta-Coalition Identify and Implement Policy, Systems, and Environmental Strategies Sustainable Changemakers Advisors Leadership Team Ambassadors Sector Influencers Organizational Structure and Governance FUNDING & TECHNICAL ASSISTANCE LEADERSHIP SUPPORT April 2013 Four priority areas: Prepared by: Christina Hulet Consulting,

5 Strive Partnership, Cincinnati 6 Strive is one of the most commonly cited collective impact initiatives. Its common agenda is to drive better results in education, cradle to career. It s managed by 8 staff and a 31- member committee representing leaders from all levels of the education, nonprofit, community, civic, and philanthropic sectors Six priority areas: Early Childhood Education: Led by United Way of Greater Cincinnati and Success By 6, partners; investing in what works to prepare children for kindergarten Teacher and Principal Excellence: Organized by the Partnership, it improves educator preparation, induction and career support for school leaders and educators Linking Community Supports to Student Achievement: Brings together nonprofits and school leaders to leverage nonprofit services to improve achievement Postsecondary Access and Success: Leverages local resources and building capacity to increase postsecondary access and success Advocacy and Funding Alignment: Developing a cradle to career state policy agenda, and coordinating advocacy efforts; supporting the Social Innovation Fund to invest in what works Promoting Data- Informed Decision- Making: Tracking, publishing and posting education results, offering continuous improvement training, and supporting the development of a regional data portal and the expansion of the Learning Partner Dashboard. Sample goals/measures: In 2011, Strive also launched a Cradle to Career Network to connect communities. Membership includes communities that: 1) commit to work toward achieving quality benchmarks for building and sustaining cradle to career infrastructure and 2) actively participate in a learning community. Prepared by: Christina Hulet Consulting,

6 Road Map Project, South King County/South Seattle 7 The RMP s common agenda is to double the number of students in South King County and South Seattle (7 schools districts) who are on track to graduate from college or earn a career credential by The Community Center for Education Results (CCER) is the backbone organization. Five priority areas: Community Voice: Strengthening public demand among parents, community members, students, and people from all sectors for excellence and equity. Data Capability: Using data to help practitioners and community members see clearly what is working and what is not; setting targets and using data to track results and make changes as necessary. Funding Alignment: Aligning private and public funders to accelerate progress by using the Road Map indicators as investment metrics and by supporting system- building strategies. Committed Partners and Building Alliances: Accelerating pace of change by increasing the level of commitment to the Road Map 2020 Goal and targets from education institutions, youth development organizations, and other key stakeholders. Stronger Systems: Setting system- level improvement targets and, with the help of Road Map Work Groups, creating Action Plans that will propel progress.. Sample goals/measures: Prepared by: Christina Hulet Consulting,

7 Eastside Pathways, Bellevue WA 8 Also modeled after Strive, this initiative includes 39 partner organizations and a 13- member Board (is a separate 501c3). Its common agenda is to support every child, step by step, from cradle to career in the City of Bellevue and Bellevue school districts. Six goals: Every child has a healthy start. Parents and significant adults are support in their efforts to help their child success. Every child attains optimal physical and mental health and safety. Every child develops social and emotional skills for life effectiveness. Every child is prepared for academic and work success. The community plays an active role in the success of Bellevue s children. Four priority areas/roles: Defining goals and metrics to demonstrate progress. Identifying research- based strategies, programs and approaches and building coordinated plans to implement them. Discovering gaps and overlaps in services, realigning as needed. Celebrating successes and identifying areas for improvement. Others Note that there are many other collective impact or similar collaboratives around the country and world. Others often cited include the Global Alliance for Improved Nutrition (GAIN), Communities that Care, Shape Up Somerville, among others. Those summarized above are intended to provide a sampling of how different initiatives are framed and organized. Prepared by: Christina Hulet Consulting,

8 1 SSRI Channeling Change: Making Collective Impact Work and Embracing Emergence: How Collective Impact Addresses Complexity : and 2 MFF information from: 3 TYSA information from: 4 FSG Staten Island TYSA Initiative: Common Agenda and Blueprint for Implementation, Fall and Research/TYSA_Common_Agenda_and_Blueprint_ pdf 5 Information from 4/22/13 Transforming WA Communities Leadership Team meeting (Sue Grinnell, DOH). 6 Strive information from: and content/uploads/2010/08/2011- Strive- Partnership- Report2.pdf 7 Roadmap Project information from: 8 Eastside Pathways information from: Prepared by: Christina Hulet Consulting,